Feedback: Making it mindful + Meaningful

Feedback: Making it mindful +

Meaningful

Today you will:v Have a better understanding of the value of feedbackv Learn how to ask for feedbackv Have a better understanding of how to present mindful

and meaningful feedback v Learn how to be open to receiving feedback in a way

that can help you developv Learn how to be effective when giving feedback and

when taking it inv Walk away feeling empowered

GETTINGFEEDBACK

Asking for feedback

v Shows your investmentv Gives you confidence in your workv Supports team building and trustv Shows you are open to feedback which can be hard

to give.

From Gallup:• Only 30% of employees strongly agree that their manager involves them in

goal setting• Only 27% strongly agree that the feedback they receive helps them to do

their work better• Just 19% strongly agree that they talked to their manager about steps to

reach their goals.

What is feedback?

v Constructivev Actionablev Timelyv Specificv Context: the “Big Picture”

v Honest, thoughtful critiques should feel good even if the feedback isn’t glowing. This is because…

Feedback is POWER

v Maximizes your potentialv Raises your awareness of areas of strength and opportunities for

improvementv Identify next stepsv When given the right way, and when received well and acted upon, it builds

trust

Your Feedback Framework

Ask yourself:

v What v Why v Whov Whenv Wherev How?

What

v Specific event or projectv General feedbackv What are team goals

Why

v To understand what you’re already doing well.v To improve v To understand needsv To plan a course of actionv To clarify or improve communicationsv To show you’re willing to grow

Who

v Managerv Team membersv Colleagues in similar rolesv Studentsv Those you managev Use your network

When/Where

v Performance Reviewv 1:1 Meetingsv As you complete tasks or projectsv Immediately after an event or projectv At team meetingsv Spontaneouslyv Special Meetings

HOW

v WHO/WHAT and WHEN/WHERE: Ask for it, and be timely.

v WHY: Frame the conversation.v WHAT: Ask for specifics, but have limits.v WHY: Share why you need this feedback.v WHY and HOW: Listen and recap.v WHY and HOW: Document, take action.

Constructive Feedback

Constructive Feedback

v Feedback is a gift that gives you the power:Ø To manage perceptions because it tells you how people view

you.Ø To manage expectations.Ø To become better or stronger because it can reveal areas of

weakness.Ø To control your career.

Constructive Feedback

v Be open to receiving constructive feedback.v Thank the person.v Take a breather, and/or ask for clarification.v Follow up.v Do you have more information to share?v Ask for help when needed!

v The GREAT managers I’ve had ask questions before, during andafter feedback. They get curious instead of furious.

Practice Makes Perfect

v Try new things v Keep at it v Be flexiblev Make it ongoing!

GIVING FEEDBACK

Making it a 2-way conversation

Why Seek Feedback When Giving Feedback?

ACT (Australian Capital Territory) states:Seeking feedback can have a number of positive

benefits for you and your team:

• it helps build a feedback culture (where feedback is part of the ‘way we do things’)

• it builds relationships that are based on trust• it builds your own self-awareness about your

supervisory skills and style

“By asking questions like these, you’ll let the people that you manage or supervise know that it’s ‘ok’ to give you respectful and useful feedback.” ~ ATC

“Mindfulness is the basic human ability to be fully present, aware of where we are and what we’re doing, and not overly react or be overwhelmed by what’s going on around us.” - mindful.org

“Be mindful of how you treat people.What you do to others has a funny

way of coming back to you.”

MINDFULLift up your head from the computer to see

what’s going on within your sphere of influence.

Feedback is not a Performance Review. It is on-going. One way to diffuse tension around giving and receiving feedback is

simply to ask for it more often. The more feedback is incorporated into your regular routine, the less stress builds up around feedback conversations.

Allow enough time so that you are not rushed. Even when giving positive feedback, share details

MINDFUL On some occasions ‘sleep on it’ if you are angry, upset or stressed

because feedback given at the wrong time often does more harm than good.

Be aware that you may be giving non-verbal feedback (the way you stand/sit, facial expressions, silence, eye contact, gestures)

Never give “negative” feedback in public or with other people in the room.

Focus on performance, not personality.

“If I have something to say, I want it to be meaningful.”- Tom Brady

“Feedback, when given well, should not alienate the receiver of the feedback, but should motivate them to perform better.”

- MO., Manager, Fortune 500 Company

MEANINGFUL

If you can’t think of a constructive purpose for giving feedback, don’t give it at all. Ask yourself, “how will it help the situation?”

Think about appropriate confidentiality: who has a need to know about the feedback? Are you copying too many people into an email?

Hard conversations? Know your audience.

“Negative feedback rarely leads to improvement… It’s about accompanying negative feedback w/ validation of who people are & their value to the organization.”

- Scott Berinato

Be genuine and honest when giving feedback.

MEANINGFUL Have an open-mind. You should be prepared for new

information and new ideas to come to your attention as you discuss your feedback

Be specific and examples. State facts, don’t’ exaggerate. When making suggestions, use phrases like, “You may

want to consider”, or “Another option may be”, or my husband’s favorite, “this is just my thought

Develop questions to see the other person’s view to encourage a two-way discussion

Effective feedback is given in a time of learning when there is still time to act on it

SCENARIOS

Find a partner!

Scenario 1:Employee:You run into your manager in the breakroom the day after a big event. You mention how pleased you are with how it went, and she shrugs and tells you it wasn’t bad, then leaves. You are not sure of the message you received and want clarification. What do you do next?

Manager:You run into your team member in the breakroom the day after a big event. She is excited about how it went, but you noticed somecritical issues that cannot happen again. You are hesitant to bring anything up because she is so happy, so you find a way to excuse yourself. What do you do next?

Scenario 2:You want to take an excel training class that will teach you skills to help you complete work faster and more efficiently, but you’ve heard that your manager does not allow time away from the office for things like this. What do you do?

Scenario 3:You’re working on a project with a colleague and notice she’s consistently late with finishing various pieces. This is threatening to delay your project completion by at least two months, in your estimation. What do you do?

Scenario 4:Only 7-11% of feedback is verbal. Think about facial expressions and guess what the other person is saying. Think about additional kinds of body language that may give feedback. Is that how you want to give or get feedback?

Scenario 5:Choose your own adventure!

27%

20%

19% Feedback is an Opportunity

12% On-Going

11% Genuine/Honest

11% Open-Minded/Listen

Relationship Building

2-Way Communication